This post is focusing on technical teams looking after software. But it can also apply to anything where systems are being developed and/or maintained.
Each set of markers we added to our system provided new context to form assumptions and frame our thinking. Everything in the visualization existed whether we were looking or not. It becomes clear when looked at this way that each of these dimensions is inextricably linked. It’s impossible to think holistically about software without thinking about the operational environment, or the users of the system, or the people involved in building and maintaining it. These things come together to create another lens through which we can view the world.
It’s important to point out that the final image here is still incomplete. We’ll never fit all of the contexts into a single model. We could keep going, adding more and more context. A fascinating one, for example, would be marking the beginning of the COVID pandemic, when a team that perhaps was colocated started working remotely, and when stress and risk of burnout increased considerably. Otherwise, we’ll eventually include the whole world, but it’s interesting to continually zoom out and see how a new lens helps frame our perspectives.
Many organizations have adopted the practice of doing “post-mortems” or “retrospectives” after incidents. Retrospectives are great! Unfortunately, I think a lot of learning is left on the table by the adoption of template-driven processes that produce shallow understandings of what transpired. I’ve spoken about how I think we can improve this. There are also experts in the field who provide training and consulting in incident analysis. There are also communities and companies dedicated to helping you improve this practice.